Supply chain complexity management and performance:: the role of contextual factors

Pablo Fernandez Campos; Luisa Delfa Huaccho Huatuco; Paolo Trucco

Supply chain complexity management and performance: the role of contextual factors

Pablo Fernandez Campos, Luisa Delfa Huaccho Huatuco, Paolo Trucco

The York Management School

Research output: Contribution to conference › Paper › peer-review

Abstract

This paper adopts contingency theory as theoretical lens to analyse the influence of contextual factors on complexity dimensions (e.g. product, process, supplier) as well as on the management approaches these firms leverage to manage the complexity within their internal supply chains (SCs) and enhance SC performance. The methodology used is case-based research involving four manufacturing organisations based in Italy and the UK. The results suggest that contextual factors, such as market volatility, regulation and job market characteristics, influence specific dimensions of complexity. In addition, the industry’s technological maturity, customer involvement and strategic performance goals are found to influence the complexity management approaches adopted by firms as well as complexity. The paper contributes to deepen the understanding of how the SC’s contextual factors may influence the selection of complexity management practices and provides SC managers with relevant empirical insights on how to manage the complexity in their internal SCs.

Original language	English
Pages	1-8
Number of pages	8
Publication status	Published - 5 Sept 2017
Event	British Academy of Management - Warwick, Coventry, United Kingdom Duration: 5 Sept 2017 → 7 Sept 2017

Conference

Conference	British Academy of Management
Country/Territory	United Kingdom
City	Coventry
Period	5/09/17 → 7/09/17

Keywords

SC Complexity
contingency theory
complexity management

Cite this

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title = "Supply chain complexity management and performance:: the role of contextual factors",

abstract = "This paper adopts contingency theory as theoretical lens to analyse the influence of contextual factors on complexity dimensions (e.g. product, process, supplier) as well as on the management approaches these firms leverage to manage the complexity within their internal supply chains (SCs) and enhance SC performance. The methodology used is case-based research involving four manufacturing organisations based in Italy and the UK. The results suggest that contextual factors, such as market volatility, regulation and job market characteristics, influence specific dimensions of complexity. In addition, the industry{\textquoteright}s technological maturity, customer involvement and strategic performance goals are found to influence the complexity management approaches adopted by firms as well as complexity. The paper contributes to deepen the understanding of how the SC{\textquoteright}s contextual factors may influence the selection of complexity management practices and provides SC managers with relevant empirical insights on how to manage the complexity in their internal SCs. ",

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T1 - Supply chain complexity management and performance:

T2 - British Academy of Management

AU - Fernandez Campos, Pablo

AU - Huaccho Huatuco, Luisa Delfa

AU - Trucco, Paolo

PY - 2017/9/5

Y1 - 2017/9/5

N2 - This paper adopts contingency theory as theoretical lens to analyse the influence of contextual factors on complexity dimensions (e.g. product, process, supplier) as well as on the management approaches these firms leverage to manage the complexity within their internal supply chains (SCs) and enhance SC performance. The methodology used is case-based research involving four manufacturing organisations based in Italy and the UK. The results suggest that contextual factors, such as market volatility, regulation and job market characteristics, influence specific dimensions of complexity. In addition, the industry’s technological maturity, customer involvement and strategic performance goals are found to influence the complexity management approaches adopted by firms as well as complexity. The paper contributes to deepen the understanding of how the SC’s contextual factors may influence the selection of complexity management practices and provides SC managers with relevant empirical insights on how to manage the complexity in their internal SCs.

AB - This paper adopts contingency theory as theoretical lens to analyse the influence of contextual factors on complexity dimensions (e.g. product, process, supplier) as well as on the management approaches these firms leverage to manage the complexity within their internal supply chains (SCs) and enhance SC performance. The methodology used is case-based research involving four manufacturing organisations based in Italy and the UK. The results suggest that contextual factors, such as market volatility, regulation and job market characteristics, influence specific dimensions of complexity. In addition, the industry’s technological maturity, customer involvement and strategic performance goals are found to influence the complexity management approaches adopted by firms as well as complexity. The paper contributes to deepen the understanding of how the SC’s contextual factors may influence the selection of complexity management practices and provides SC managers with relevant empirical insights on how to manage the complexity in their internal SCs.

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KW - contingency theory

KW - complexity management

M3 - Paper

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Y2 - 5 September 2017 through 7 September 2017

ER -